Agile Principles, Agile People
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A presentation given to introduce Agile to an audience that did not know too much about it. Comparing Lean & Agile was a secondary goal of the talk.
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Agile Principles, Agile People
- 1. AgilePrinciplesAgilePeople Gaetano Mazzanti Gama-Tech
- 2. > “Hello, I’m Agile”
- 3. “and I’m not alone”
- 4. project product Agile is aboutchange culture people organization
- 5. Processes and Tools Comprehensive Documentation a recipe for success? Following a Plan Contract Negotiation
- 6. “all you need is a good process and good tools” “even monkeys could write good software”
- 7. requirements design implementation testing do you spot any problem?
- 8. ODYSSEY SOFTWARE A Processes and Tools Contract Negotiation Comprehensive Documentation Following a Plan
- 9. 31% ofprojectscancelled 53% challenged 1994 Chaos Report(Standish Group)
- 10. why projects fail: lack ofuserinput incomplete requirements changing requirements 1994 Chaos Report(Standish Group)
- 11. 45% offeatures are neverused 2002 Chaos Report(Standish Group)
- 12. software is about learning, continuously planning is guessing estimating is not committing
- 13. AGILE MANIFESTO 2OOI : Individuals and Interactions Working Software Customer Collaboration Responding to Change over Processes and Tools over Comprehensive Documentation over Contract Negotiation over Following a Plan
- 14. Agile timeline Edward Deming theory of constraints crystal new new product development 1993 DSDM lean thinking complex adaptive systems 1996 Agile manifesto 2001 lean development 2004 queueing theory
- 15. “I don’t know what I want,but I know how to get it” Johnny Rotten Sex Pistols
- 16. delivervalue in small evolutionarysteps delay commitment, makedecisionsat the last responsible moment build in qualityonlywhatisneeded andonlywhenisneeded makeproject statustransparent and visible,highlightissues and impediments
- 17. XP rebellious and prescriptive (!) on site customer frequent small releases small colocated teams pair programming unit tests / TDD refactoring ...
- 18. flattening the cost of change traditional cost of change Agile time
- 19. Scrum used by 58% of Agile adopters 2010 State of Agile Development Survey cross-functional team timeboxed iterations (sprints) split & prioritize
- 20. Scrum product owner standup meeting scrum master product backlog sprint backlog team sprint deliverable demo & retrospective
- 21. frequent and repeated success builds trust and motivation manager coach servant guidance provides feedback enable excellence connects the team to the business team trusted respected supported work autonomously makes allday-to-day decisions {
- 22. burndown chart instantfeedback story points delay days
- 23. lean & agile value waste pull flow cadence kaizen respectfor people
- 24. Kanban inproduct development visualize measure optimize } flow pull limit WIP (work in process)
- 26. visualize flow backlog to do in progress done
- 27. visualizeflow limit WIP (work in process) measure and optimizeflow explicit policies(limit WIP, pull, definition of ”done”, etc) -> project and process trasparency WIP throughput cycle time = backlog to do in progress test done 2 3 2 cycle time lead time slide credit: H.Knibergwww.crisp.se
- 28. pull in progress ready backlog to do done 2 3 1
- 29. WIP excess slide inspired by Claudio Perrone
- 30. WIP limit slide inspired by Claudio Perrone
- 31. no WIP limit -> queue! in progress ready backlog to do done 2 3
- 32. stuck! in progress ready backlog to do done 2 3 1
- 33. up to the team in progress ready backlog to do done 2 3 1
- 34. on teams, again performing collaborative supporting group a highly helps learning from everyone each other the commitment the process the delivery everyone owns
- 35. cumulative flow diagram backlog WIP to do cycle time in progress WIP story points cycle time throughput WIP done days
- 36. Chaos Report 2009 cancelled projects were 31% 24% were 53% challenged projects 44%
- 37. concerns about Agile adoption 36% loss of management control barriers to further Agile adoption ability to change organizational culture 51% 2010 State of Agile Development Survey Results
- 38. benefits from Agile implementation 87% manage changing priorities 74% increase productivity 70% accelerate time to market 66% enhance product quality 77% improve project visibility 2010 State of Agile Development Survey Results
- 39. Agile encourages/favors change any other methodology supporting this?
- 40. change is the only constant
- 42. Gaetano Mazzanti Gama-Tech info@gama-tech.net photo credits: Flickr, iPhotostock, life.com
Editor's Notes
- Tom DeMarco: “In big companies, it’s often more acceptable to be wrong than it is to be uncertain.”
- JIM HIGHSMITH (Agile Objections) BMW uses simulations in its design process to improve car crashworthiness — 91 simulations, two real crashes, 30% improvement in design, 2.5 days per simulated crash versus 3.8 months (for simple tests) — and the 91 simulations cost less than the two real crashes. BMW engineers found that these low-cost iterations changed design processes. In fact, they found that when experiments can be done in 2.5 days rather than 3.8 months, it drastically changes how their engineers approach design. Engineers begin to practice design by experimentation rather than design by anticipation (up-front design). The BMW designers often found that the experiments taught them very quickly that their anticipatory designs were wrong.
- Light-Touch Leadership means that decision making is delegated to the lowest level possible and as many decisions as possible are delegated to the team-Poppendieck summarized this history into three styles of leadership: 1) Old “Dictator” Style: “Do it my way…”; 2) 1980s “Empowerment” Style: “Do it your way... ”; 3) Lean Style: “Follow me…and let’s figure this out together.” Within the Toyota Production System, the role of the leader is: 1.to act as a teacher; 2.to get each person to take the initiative to solve problems and improve his or her job; and 3.to ensure that each person’s job is aligned to provide value for the customer and prosperity for the company
- Remove queues and delays. Buffers.Balance demand against throughput
- Kanban process: a set of policiesKanban enable incremental changes, with reduced political risks and minimal resistance.Cadence: delivery, prioritizaton, retrospective can each have their own cadence
- Pull without input from a manager
- it isn’t easy to ignore a blocked and work on something else
- it isn’t easy to ignore a blocked and work on something else